Purpose
The purpose of this paper is to examine the multidimensionality of total productive maintenance (TPM) and its relationship with manufacturing performance improvement in the Malaysian manufacturing sector. Specifically, this study evaluates the contribution of each TPM success factors in improving manufacturing performance.
Design/methodology/approach
Data from 89 employees who participated in the survey were used to test the proposed research framework. A structured questionnaire adopted from Ahuja and Khamba (2006) was used to assess the Malaysian context.
Findings
The analytical results reveal that traditional maintenance initiatives and TPM implementation initiatives significantly affect manufacturing performance, but not top management leadership and maintenance organisation. Top management roles and commitment are critical in the early stage to determine the master plan and initiate the implementation of the whole programme. However, traditional maintenance and TPM implementation initiatives gradually enable engagement, proper planning, right execution and continuous improvement, ultimately improving the manufacturing performance indicators significantly. The findings further unveil that TPM is not sustainable in Malaysia’s manufacturing organisations in the long run.
Practical implications
This analysis is vital for senior managers of manufacturing organisations that have implemented TPM or are considering introducing TPM in their organisations.
Originality/value
This study contributes to the literature by examining beyond the introduction and stabilisation phase of TPM to provide an insight of whether TPM is sustainable in the long run.
